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INTERNAL CONSULTANT PERCEPTIONS of BEST PRACTICES

INTERNAL CONSULTANT PERCEPTIONS of BEST PRACTICES. Miriam Y Lacey, PhD May 21, 2009 MSOD Alumni Conference Laguna Beach, CA. Agenda. Our path today. 3. Findings. 1. Scope of research. 2. Framework for analysis. 4. Questions about practice. 5. Questions about curriculum.

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INTERNAL CONSULTANT PERCEPTIONS of BEST PRACTICES

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  1. INTERNAL CONSULTANTPERCEPTIONSof BEST PRACTICES Miriam Y Lacey, PhD May 21, 2009 MSOD Alumni Conference Laguna Beach, CA

  2. Agenda • Our path today 3. Findings 1. Scope of research 2. Framework for analysis 4. Questions about practice 5. Questions about curriculum 6. Recom-mendations and opinions

  3. Scope of Research • ORGANIZATION DEVELOPMENT JOURNAL published 3 Special Editions on • Best Global Practices in Internal OD • Summer, Fall and Winter 2007 • Total of 73 articles • Lacey and Tompkins analyzed them

  4. Study Limitations

  5. Created this Framework to analyze the 73 articles

  6. Let's calibrate—what is the primary role of OD? • your opinion • Develop business strategy with executives • Facilitate implementation of the business strategy through an array of interventions

  7. 2 Primary Findings—Internals say they:

  8. Questions about your practice • Whether internal or external—complete a blue questionnaire—hopefully you already have! • What percent of your practice do you spend on Business Strategy and/or Talent Management? • Any particular area? • Succession Planning • Coaching • Career development , etc • Where did you get the expertise?

  9. No seat at the Strategy table

  10. Huge role in Talent Management

  11. SO what does this mean for MSOD? • Chat at your table • pick a scribe • hand in questionnaire • 2 questions • About strategy • About talent management

  12. Chat at your table—hand in q'naire • The program has a strong focus on the development of business strategy • Do you see your role as participating in the dev of bus strategy? Or is your role to support the implementation of the strategy through diverse interventions? • How important is it for you to have a “seat at the table” to develop business strategy? How should the program augment the curriculum to prepare you? • Would you have liked a more formal treatment of Talent Management in the program? • Or, is it easy enough to pick up on-the-job? • If you want it, how best to provide it?

  13. Difficulty with curriculum • Are we training or educating? • How responsive should we be to fads and trends? • Who should decide?

  14. 6 Study Conclusions Business strategy Focus of intervention Global perspective Consulting process Delivery methods Talent mgt

  15. 6 Conclusions (con't) #1. Global Perspective • While most internal practitioners embrace a global orientation and understand the worldwide context within which their companies operate, they seem little affected by these views. • Only a handful of articles sought to intervene or implement organization change of this magnitude.

  16. 6 Conclusions (con't) #2. Business Strategy • Competence in development of business strategy is a high impact way for internal OD consultants to be viewed as a “player” throughout the org. This demands a level of business acumen which is unlikely to be lodged in the run-of-the-mill OD Consultant. • While many internal practitioners fall short in strategy formulation, they tend to excel in strategy implementation.

  17. 6 Conclusions (con't) #3. Focus of Intervention • Once executives have determined business strategy, they turn to OD. • OD is viewed as • implementation support—a provider of change management guidance. • Know-how to leverage org systems and processes to implement cultural and structural changes to achieve the business strategy.

  18. 6 Conclusions (con't) #4. Delivery Methods to Enhance Organization Capability • Practitioners have a virtually unlimited array of methods and interventions, but… • Internal OD consultants in this study rely on four basics of the field: training, communications, empowerment and teams. • Is there a true need to learn the six hottest tools? • Eg. Diversity, AI, knowledge mgt, learning orgs, quality (six sigma, lean), etc.

  19. 6 Conclusions (con't) #5. Talent Management • Internal OD consultants design/implement a broad range of people development interventions for both management and workers. • Two TM demands dominated internal consultant practice: • a) readying managers to take the reins as senior executives retire, and • b) designing work and HR systems to simultaneously address organization needs for productivity and the developmental needs of the workforce.

  20. 6 Conclusions (con't) #6. Consulting Process: Action Research is alive and well. • Great emphasis was found on data collection that was simple in approach, quick to conduct, and easy to understand. • Benchmarking upgraded standards of rigor by locating best practices across industries, and promoting consultant confidence! • Internal consultants in this study, (as is true of the field in general), rarely take time to formally evaluate their work.

  21. The end….or just the beginning?Please complete your q'naire.Let's continue the conversation!Thank you

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